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CH 7-Organizational Entry

The document discusses organizational entry and managing expectations. It describes the recruitment and selection process, how expectations guide career choices, and factors that can lead to unrealistic expectations like self-delusion or lack of experience. It emphasizes the importance of realistic recruitment to attract candidates and reduce turnover by managing expectations from the start.

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Hina Khan
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736 views20 pages

CH 7-Organizational Entry

The document discusses organizational entry and managing expectations. It describes the recruitment and selection process, how expectations guide career choices, and factors that can lead to unrealistic expectations like self-delusion or lack of experience. It emphasizes the importance of realistic recruitment to attract candidates and reduce turnover by managing expectations from the start.

Uploaded by

Hina Khan
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
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Organizational Entry

Career Management
2

Organizational Entry
• Process by which individuals cross the boundary
from outside to inside an organization
• Two simultaneous activities
▫ Individuals assess organizations to determine
which one is most likely to meet their career needs
▫ Organizations assess candidate’s talents so they
can select those with the highest likelihood of
succeeding in the firm
3

Organizational Entry Process


• Recruitment:: A process of mutual attraction
between the individual and the organization.
• Selection:: Involves the process of mutual choice.
• Orientation:: As the period of initial adjustment
• Socialization:: As the process of mutual
adjustment
4
5

Role of Expectations in
Organizational Entry
• Candidates develop expectations about an
organization’s capacity to provide valued
outcomes
• These expectations guide us toward or away
from various job opportunities.
• A person’s attraction to certain job is based on
the expectations that the job will provide such
desirable outcomes.
6

COMPARISON OF EXPECTATIONS & EXPERIENCES


Expectations Experiences
• A great deal of freedom in • My boss pretty much
deciding how my jobs get done. determines what I do and how I
• Interesting and meaningful do it.
projects • Endless stream of trivial,
• Receive helpful, constructive mundane tasks
feedback from my boss • I really don’t know how I am
• Promotions and salary increases doing on this job
will be based upon my • Bases upon other than my
performance performance
• I will be able to apply latest • People resist adopting my
techniques suggestions
• I will be able to balance my work • My job and family
and family life responsibilities often interfere
7

Development of Unrealistic
Expectations
• What happens when expectations prove
to be unrealistic?
• Candidates who hold such expectations become
dissatisfied when faced with the realities of job.
• May leave the organization.
8

Development of Unrealistic
Expectations
• Why do people develop unrealistic expectations?
• Where do these expectations come from?
• Why do they end up being unrealistic?
9

Factors in the Development of


Unrealistic Expectations
• Career Transitions:: A career transition is a
period in which a person either changes career
roles (interrole transition) or changes
orientation to a current role (intrarole
transition)
10

Factors in the Development of


Unrealistic Expectations
• Recruitment Process:: The recruitment
process has often been viewed as the most
significant source of unrealistic expectations
• Organizations often portray jobs in overly
optimistic terms.
11

Factors in the Development of


Unrealistic Expectations
• Organizational Stereotypes:: Many
candidates hold images and stereotypes of
certain companies or industries even before they
have had extensive contact with an organization
12

Factors in the Development of


Unrealistic Expectations
• Educational Process::
• Highly prestigious colleges
• Hiring of overly qualified employees
13

Factors in the Development of


Unrealistic Expectations
• Lack of Prior Work Experience:: Job
candidates without extensive prior work
experiences may be particularly susceptible to to
the development of unrealistic expectations
14

Factors in the Development of


Unrealistic Expectations
• Self-Delusion:: Some people fool themselves
into believing what they want to believe.
• In other words, people come to expect job
characteristics they want to experience
15
16

Organizational Actions During the


Entry Process
• Organizations have three major tasks to
accomplish during the organizational entry
process
▫ Attraction of Job Candidates
▫ Realistic Recruitment
▫ Assessment and Selection
17

Attraction of Job Candidates


• Organizations will not be able to staff themselves
properly unless they can induce talented candidates
• Impact of the Recruiter:: For many candidates,
the first formal contact with the organization is with
the recruiter, and the first activity is interview
▫ Recruiter’s knowledge and preparation
18

Attraction of Job Candidates


• Follow-Up Activities:: On completion of the
interview, organization decide whether to carry
on the process or whether to terminate
▫ There should be minimum time lag for follow-ups
19

Realistic Recruitment
• Organization’s image can be “too positive” if it is
not based on reality.
• Because the recruitment process is one source of
candidates’ unrealistic job expectations
• Realistic Recruitment:: means presenting
candidates with relevant and undistorted
information about the job and the organization.
• Realistic Recruitment decreases the voluntary
turnover
20

Do Realistic Job Previews Work?


• RJPs are likely to be effective:
▫ When job candidates can be selective about accepting
a job offer.
▫ When job candidates would have held unrealistic
expectations in the absence of an RJP
▫ When job candidates would have had difficulty
coping with job demands in the absence of a realistic
preview
▫ When information presented during an RJP touches
on topics that are significant or relevant to the
candidates

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